People & Teams

Articles

The Power of “Pull” Conversations

My team has been looking for ways to make sure we understand what our business stakeholders really want from each software feature that we develop. We felt that we had to solve a basic communication problem but didn’t know how to approach that.

Lisa Crispin's picture Lisa Crispin
End and Then Begin Again

Shweta Darbha explains how teams can review their work and improve themselves after the completion of key projects or after they have adopted Scrum. Learn how your own team could benefit by following this practice after your next project.

Shweta Darbha's picture Shweta Darbha
 Have an Objective Ranking System Management Myth #5: We Must Have an Objective Ranking System

An objective ranking system is unnecessary when trying to determine an employee's value, and it can even be detrimental to collaboration on teams. Providing feedback, facilitating knowledge building, and allowing them to contribute are three key ways to help your employees excel in their roles.

Johanna Rothman's picture Johanna Rothman
Building Highly Productive Teams Building Highly Productive Teams: Factors that Influence Commitment-to-Progress Ratio

Aleksander Brancewicz addresses how to build a team that achieves a high commitment-to-progress ratio and presents the core skills and factors that influence this ratio.

Aleksander Brancewicz's picture Aleksander Brancewicz
Tips for a Productive Workday

Some days you leave work feeling as if the day went by without an inkling of progress or productivity. Other days, you leave feeling as if you conquered the world, with an internal spark of satisfaction and anticipating resuming progress the next day. So, what is it that makes the difference?

Nirav Assar's picture Nirav Assar
The Problems with Overachievers on Agile Teams The Problems with Overachievers on Agile Teams

Using an amusing medieval tale with a modern twist, Andrew Fuqua and Charles Suscheck tackle the dilemma of dealing with problematic overachievers in your agile team.

Management Myth #4: I Don't Need One-on-Ones

One-on-ones aren’t for status reports. They aren’t just for knowing all the projects. They are for feedback and coaching, and meta-feedback and meta-coaching, and for fine-tuning the organization. If you are a manager and you aren’t using one-on-ones, you are not using the most important management tool you have.

Johanna Rothman's picture Johanna Rothman
Good Architecture, Good Leadership

Software architects have the unique ability to provide leadership using skills gained in this role. Drawing on Kouzes and Posner's The Leadership Challenge, Patrick Bailey examines five practices that can be leveraged by the aspiring architect-as-leader.

Patrick Bailey's picture Patrick Bailey
Embracing Change and Complexity Embracing Change and Complexity

Louis J. Taborda explains that in order to be successful, we need to be able to embrace both change and complexity while being agile. The more quickly we develop software and the greater the sophistication of the solutions we build, the more difficult it is to maintain agility.

Louis Taborda's picture Louis Taborda
Goal, Goal, Who's Got the Goal? Goal, Goal, Who's Got the Goal?

Don Gray explains why software development teams need three common goals: long term, mid term, and short term. These goals focus a team and provide the glue that holds the team together.

Don Gray's picture Don Gray

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